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Drawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability, knowledge management (KM) capability and human resource management (HRM) capability on organizational business performance. IT is the driver that changes all aspects of doing business in the digital era, while both knowledge and human resources (HR) are being increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment.

The survey methodology was used to collect data. To clarify the relationships between IT capability, KM capability and organizational business performance, the qualitative literature review has been conducted. This review has revealed the three structural models presenting possible interactions between observed constructs. Confirmatory factor analysis has been used for the evaluation of proposed measurement models while structural equation modeling has been used for structural models’ assessments and hypotheses testing.

IT capability enhances HRM capability which enhances KM capability. As a result, KM capability together with IT capability enhances organizational business performance. In addition, there is an interaction effect of KM capability and HRM capability on business performance.

First, the sample is based on the emerging economy firms. Second, the use of a self-rating performance measure may be a limitation of the study. Third, the data are not completely normally distributed. Fourth, specificities of different industries were not the subject of analysis in this paper. This should be considered in the interpretation and understanding of the results.

From managerial point of view, the paper indicates what managers can do to master their dynamic capabilities, especially those relevant to the business in the digital era. Firms are urged to develop and improve their capabilities to face dynamic environment and intense competition, as well as business globalization. However, to improve certain capability, firms should develop others as well because of their interconnectedness.

The main academic contribution of this study is reflected through the development of the integrative model which is aimed at identifying the interrelationships among IT, KM, HRM and business performance. The results indicate the importance of observing interconnections between the firms’ various capabilities to verify the premise of the dynamic capability view. This paper identified relationships between most prominent firm’s resources for the digital era: knowledge, HR and IT. The results show causes and effects of relationships between capabilities related to these resources.

The purpose of this paper is to draw on dynamic capability view and contingency theory to clarify the nature of the effect of environmental turbulence on the relationships between firm’s both product and process innovations and business performance.

The authors developed and empirically tested two structural models using structural equation modeling approach. The first model deals with both product and process innovations as the mediators between environmental turbulence and business performance. The second model considers the moderating effect of environmental turbulence between innovation and business performance.

The findings show that environmental turbulence does not moderate the relationship between innovation and business performance. The authors have found a clear role of environmental turbulence in boosting innovation rather than moderating the relationship between innovation and performance.

The data set is a cross-section of heterogeneous firms regarding the industry.

Managers should be aware of the importance of the innovation for the environmental turbulence and dynamism counteracting. The results imply a negative influence of environmental turbulence on business performance. However, with the innovation in the equation, this influence can be positive, because it boosts firms to innovate and though to achieve better business performance.

It contributes the management and innovation research and practice through offering insights into the role of environmental turbulence in product innovation, process innovation as well as organizational business performance through comprehensive analysis of mediation and moderation effects between the observed constructs.

The paper aims to present a framework for integrating the concepts of business continuity and business resilience with the aim of developing a concept of always-on business.

Literature review, conceptual and case-based.

A conceptual model for integrated “always-on business” solution based on continuous comouting technologies, business continuity, disaster recovery, IT/business resilience and several organational frameworks.

Presented framework can be used for integrating business continuity and business resilience in modern digital age; and transforming business systems into “always-on business”.

The paper aims at defining a systemic framework for the implementation of business continuity management (BCM). The framework is based on the assertion that the implementation of BCM should be done through the systemic implementation of an “always-on” enterprise information system.

Systems approach is used in order to design a systemic framework for the implementation of continuous computing technologies within the concept of an always-on enterprise information system.

A conceptual framework has been proposed to develop a framework for a systemic implementation of several continuous computing technologies that enhance business continuity (BC) in the form of an “always-on” enterprise information system.

The paper identifies BC as a business pressure in internet era and suggests a systemic framework for implementation.

The paper aims at identifying key information technology enablers for business continuance.

The paper provides an analysis of the issues surrounding communication technology downtime and business continuity.

To be competitive, today's business has to be continuous from a data availability perspective and agile with regard to data access. System and/or application downtime are not an option in modern business since each hour, even minute, of downtime may generate negative financial effects. A framework for the design and implementation of a server operating environment for business continuance is presented.

Analyses an important issue in the business environment.

Information agility, or informational efficiency, represents the major prerequisite for agile management and means eliminating inefficiencies in accessing, exchanging and disseminating all kinds of information. Presents a framework for implementation of Web technology in enhancing information access for agile management. Web‐to‐host access tools as a specific subset of Web technology are used to improve and ease access to several types of information such as legacy data, messaging system, electronic documents, and business intelligence.

The purpose of this paper is to present a framework for developing an integrated operating environment (IOE) within an enterprise information system by incorporating business continuity drivers. These drivers enable a business to continue with its operations even if some sort of failure or disaster occurs.

Development and implementation of the framework are based on holistic and top‐down approach. An IOE on server's side of contemporary business computing is investigated in depth.

Key disconnection points are identified, where systems integration technologies can be used to integrate platforms, protocols, data and application formats, etc. Downtime points are also identified and explained. A thorough list of main business continuity drivers (continuous computing (CC) technologies) for enhancing business continuity is identified and presented. The framework can be utilized in developing an integrated server operating environment for enhancing business continuity.

This paper presents a comprehensive framework including exhaustive handling of enabling drivers as well as disconnection points toward CC and business continuity.

In today's e‐business, system downtime is an unacceptable option since each hour, even minute of downtime may generate negative financial effects. In order to stay competitive, e‐business must be continuous from a data availability perspective and agile with regard to data access. Therefore, there is a need for an information system which can support such a kind of business which will have high availability ratios. This study seeks to address this issue.

A systems approach has been used. Methodological framework is based on a MS/OR‐based definition of a system given by C.W. Churchman.

The paper presents a framework for the development of an e‐business‐oriented information system from business continuance perspective. It identifies high system availability and agile data access as two critical attributes in designing information systems for e‐business. In addition, it identifies two sets of information technologies (business continuity and business agility drivers) that are crucial in developing such information systems.

The presented framework can be used while selecting an appropriate operating platform in order to achieve higher levels of continuous computing.

Systems approach as defined by C.W. Churchman has been applied in the field of information systems for e‐business continuance.

The purpose of this study is to evaluate the effects of knowledge management (KM) processes on human resource management’s (HRM’s) performance in family-owned organizations. Therefore, a model is proposed to explain the core processes of KM and their effects on HRM's performance.

A field study is conducted based on data collected from family-owned companies in Turkey. The survey instrument is a self-administered questionnaire composed of 36 questions in total. There are three demographic questions, 18 questions aim to investigate KM processes and 15 questions aim to investigate HRM practices.

The results show that KM processes have significant positive relationships with HRM performance. Among the processes of KM, knowledge generation (KG) is found to have the most significant effect. This study shows that KM processes are enhancing HRM performance in family-owned organizations.

First of all, it is conducted on family-owned companies. Hence, the results may change based on types of organizations. Second, convenience sampling was used in data collection. The majority of data were collected through HRM departments who were available, reliable and easy to access. Despite many advantages of this sampling technique on major disadvantage is lacking clear generalizability. For this reason, it is presumed that HRM awareness is high in the selected participants. Different sampling methods may lead to different results. Thus, for future research, it would be useful to make cross-cultural and cross-sectorial studies to compare the business cultures and to find more accurate outcomes related to KM and HRM implementations.

Nowadays, most of the family-owned companies are well aware of the statement that both KM and HRM have significant positive impacts on organizational outcomes. This research's findings indicate that KM processes enhance HRM performance in family-owned organizations. Therefore, family-owned organizations should pay more attention on KM processes and the linkage between KM and HRM in order to obtain better HRM results.

The purpose of this paper is to study the operational process factors that affect successful strategy implementation in the Middle East.

Five operational process factors were studied (resource availability, communication, operational planning, people, control and feedback). Data were collected using a self-administrated questionnaire from employees who implement and/or are responsible for strategy implementation in 17 pharmaceutical companies. In total, 330 questionnaires were distributed, and a total of 259 were responded with a response rate of 78 per cent.

Findings revealed that four of the operational process factors, namely, resource availability, communication, operational planning in addition to control and feedback, strongly affect the success of strategy implementation. Further, resource availability was ascertained to be the most influential factor, followed by control and feedback, then by communication, while people factor showed no effect on the implementation process.

It is advised that, during the implementation phase, company management should provide staff employees with the necessary training and instructions to link employee performance with the overall reward and compensation system in the organization and to strengthen effective communication and coordination.

This is one of the few studies that cover operational process factors and successful strategy implementation and is the first study to test the model on companies in the pharmaceutical sector in the Middle East.